He was talking about kaizen events and he made a few interesting points from his time at Toyota:
1) He was only involved in a handful of formal kaizen events in 10 years at Toyota, saying they did kaizen every day, not based on events.
2) He said the purpose of a kaizen event, when they were done, was for management to LEARN about kaizen. I had never heard that from anyone before, that’s a really interesting proposition. I’ve also heard before that kaizen is primarily about developing people (the short-term improvement is secondary).
Interesting stuff, don’t you think?
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